TY - JOUR
T1 - The Crucial Role of Turnover Intentions in Transforming Moral Disengagement Into Deviant Behavior at Work
AU - Christian, Jessica Siegel
AU - Ellis, Aleksander P.J.
N1 - Funding Information:
Acknowledgements. This research was supported by NIH grant No.1 ROI NS07851 to The Johns Hopkins University. I thank Scott Sokol and Stacie Raymer for helpful comments on this paper.
Publisher Copyright:
© 2013, Springer Science+Business Media Dordrecht.
PY - 2014/1/1
Y1 - 2014/1/1
N2 - Organizational deviance represents a costly behavior to many organizations. While some precursors to deviance have been identified, we hope to add to our predictive capabilities. Utilizing social cognitive theory and psychological contract theory as explanatory concepts, we explore the role of moral disengagement and turnover intentions, testing our hypotheses using two samples: a sample of 44 nurses from a hospital system in the Southwestern United States (Study 1), and a sample of 52 working adults collected from an online survey system (Study 2). Results strongly supported our hypotheses in both samples, indicating that the self-regulatory deactivation inherent in moral disengagement led to increased organizational deviance; effects that were much more pronounced when turnover intentions were high. Our findings support the increased role of cognition in determining behavior when environmental pressures stemming from the psychological contract have been altered, leading to a number of theoretical and practical implications, particularly in industries with high turnover rates.
AB - Organizational deviance represents a costly behavior to many organizations. While some precursors to deviance have been identified, we hope to add to our predictive capabilities. Utilizing social cognitive theory and psychological contract theory as explanatory concepts, we explore the role of moral disengagement and turnover intentions, testing our hypotheses using two samples: a sample of 44 nurses from a hospital system in the Southwestern United States (Study 1), and a sample of 52 working adults collected from an online survey system (Study 2). Results strongly supported our hypotheses in both samples, indicating that the self-regulatory deactivation inherent in moral disengagement led to increased organizational deviance; effects that were much more pronounced when turnover intentions were high. Our findings support the increased role of cognition in determining behavior when environmental pressures stemming from the psychological contract have been altered, leading to a number of theoretical and practical implications, particularly in industries with high turnover rates.
KW - Deviant behavior
KW - Moral disengagement
KW - Psychological contract theory
KW - Social cognitive theory
KW - Turnover intentions
UR - http://www.scopus.com/inward/record.url?scp=84872686755&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84872686755&partnerID=8YFLogxK
U2 - 10.1007/s10551-013-1631-4
DO - 10.1007/s10551-013-1631-4
M3 - Article
AN - SCOPUS:84872686755
SN - 0167-4544
VL - 119
SP - 193
EP - 208
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 2
ER -